CHAPTER 1: THEORY BACKGROUND ON EMPLOYEE MOTIVATION
1.2.2 Two-factor theory of Herzberg
In 1959, Frederick Herzberg, a behavioral scientist proposed a two-factor theory or the motivator-hygiene theory. According to Herzberg, there are some job factors that result in satisfaction while there are other job factors that prevent dissatisfaction. According to Herzberg, the opposite of ―Satisfaction‖ is ―No satisfaction‖ and the opposite of ―Dissatisfaction‖ is ―No Dissatisfaction‖.
Figure 1.3: Two factor - theory
Source: Herzberg (1959) Herzberg classified these job factors into two categories: Hygiene factors and Motivation factors.
Hygiene factors: Hygiene factors are those job factors which are essential for existence of motivation at workplace. These do not lead to positive satisfaction for long-term. But if these factors are absent / if these factors are non-existent at workplace, then they lead to dissatisfaction. In other words, hygiene factors are those factors which when adequate/reasonable in a job, pacify the employees and do not make them dissatisfied. These factors are extrinsic to work. Hygiene factors are also called as dissatisfiers or maintenance factors as they are required to avoid dissatisfaction. These factors describe the job environment/scenario. The hygiene factors symbolized the physiological needs which the individuals wanted and expected to be fulfilled. Hygiene factors include:
Salary: Salary structure should be appropriate and reasonable. It must be equal and competitive to those in the same industry in the same domain.
Company Policies and administrative policies: The company policies should not be too rigid. They should be fair and clear. It should include flexible working hours, dress code, breaks, vacation, etc.
Supervision: Herzberg (1959) stated, ―Supervision is second in the order of frequency of factors leading to low job attitudes‖. It means the competency or ability of the supervisor. This includes the supervisor‘s willingness to teach or delegate authority, fairness, and job knowledge.‖
Working conditions: Herzberg et al. (1959) noted that the physical condition of the workplace could be considered relevant to the hygiene needs of the worker.
Factors that involve the physical environment of the job: amount of work, facilities for performing work, light, tools, temperature, space, ventilation, and general appearance of the work place. (F. Herzberg, 1959, P.48)‖
Interpersonal relations: The relationship of the employees with his peers, superiors and subordinates should be appropriate and acceptable. There should be no conflict or humiliation element present.
Job Security: It may be the employee‘s job tenure and/or the company‘s stability or instability – objective signs of the presence or absence of job security, not the feelings of security.
Motivational factors: According to Herzberg, the hygiene factors cannot be regarded as motivators. The motivational factors yield positive satisfaction. These factors are inherent to work. These factors motivate the employees for a superior performance. These factors are called satisfiers. These are factors involved in performing the job. Employees find these factors intrinsically rewarding. The motivators symbolized the psychological needs that were perceived as an additional benefit. Motivational factors include:
Recognition: The employees should be praised and recognized for their accomplishments by the managers.
Achievement: The employees must have a sense of achievement. This depends on the job. There must be a fruit of some sort in the job.
Advancement: The actual change in upward status in the company. Increased opportunity changes with no increase in status are considered under responsibility. In other words, it refers to promotion.
Work itself: The work itself should be meaningful, interesting and challenging for the employee to perform and to get motivated.
Personal growth: This includes actual learning of new skills, with greater possibility of advancement within the current occupational specialty as well as personal growth.‖
Limitations of Two-Factor Theory
The two-factor theory overlooks situational variables.
Herzberg assumed a correlation between satisfaction and productivity. But the research conducted by Herzberg stressed upon satisfaction and ignored productivity.
The theory‘s reliability is uncertain. Analysis has to be made by the raters. The raters may spoil the findings by analyzing same response in different manner.
No comprehensive measure of satisfaction was used. An employee may find his job acceptable despite the fact that he may hate/object part of his job.
The two-factor theory is not free from bias as it is based on the natural reaction of employees when they are enquired the sources of satisfaction and
dissatisfaction at work. They will blame dissatisfaction on the external factors such as salary structure, company policies and peer relationship. Also, the employees will give credit to themselves for the satisfaction factor at work.
Implications of Two-Factor Theory
The Two-Factor theory implies that the managers must stress upon guaranteeing the adequacy of the hygiene factors to avoid employee dissatisfaction. Also, the managers must make sure that the work is stimulating and rewarding so that the employees are motivated to work and perform harder and better. The employee motivation is required to be satisfactorily resolved, and the managers need to focus on both of motivation factors and hygiene factors, should not just focus on one of them. This theory emphasizes upon job-enrichment so as to motivate the employees. The job must utilize the employee‘s skills and competencies to the maximum. Focusing on the motivational factors can improve work-quality.